Download - Moving Forward with Strength
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Moving Forward with Strength
Idaho State University Proposed Campus Reorganization
February 12, 2010
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Introduction
President Vailas announced on Nov. 4 at a public forum that he would direct the Provost to form at least 3 task forces to examine reorganization of academic colleges.
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IntroductionThree clusters of units:
Pharmacy and Health Professions Engineering and the disciplines in
sciences Education and Arts and Sciences absent
the disciplines in the sciences
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Introduction Three objectives:
Increase efficiency and streamline operations
Enable ISU to emerge academically stronger, not weaker
Realize a financial savings
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President’s 11 Questions
Does reorganization have the potential to facilitate research and instructional collaborations?
Potential to enhance faculty’s role in shared governance?
Potential to reduce demands on faculty time for service responsibilities?
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President’s 11 Questions
Potential to help distribute workload across disciplines?
Potential to enable streamlining of programming?
Potential to address understaffing in smaller depts?
Potential to enhance patient care in the health professions?
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President’s 11 Questions Potential to increase flow of
communication? Potential to broaden use of available
resources across larger units? Potential to facilitate long-term strategic
growth? Potential to save faculty lines, and
salaries?
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Timeline
President’s deadline:
Provost to submit report by March 1
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Task Forces
No more than a dozen faculty At least one open forum Liaisons to the other task forces Broad latitude in how they conduct
business
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Task Forces
Chairs attempted to appoint a balanced range of faculty members to the
- including current or former department chairs- current or former Faculty Senate members
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Pharmacy and Health Carol Ashton, Nursing Paul Cady, College of Pharmacy Tracy Farnsworth, Health Care Admin Steve Feit, Kasiska College of Health Prof Kathleen Hodges, Dental Hygiene Tim Hunt, Biomed & Pharm Sciences James Lai, Biomed & Pharm Sciences
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Pharmacy and Health Galen Louis, Public Health Barb Mason, Pharmacy Practice and Admin
Sciences Catherine Oliphant, Pharmacy Practice and
Admin Sciences Christopher Owens, Pharmacy Practice and
Admin Sciences
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Pharmacy and Health
Neill Piland, Institute of Rural Health Tony Seikel, Communication Sciences
& Disorders and Education of the Deaf Linda Hatzenbuehler, Chair
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Science and Engineering• Dan Ames, Geosciences• Rich Brey, Physics • Dring Crowell, Biological Sciences• Arya Ebrahimpour, Civil & Environmental
Engineering• Nancy Glenn, Geosciences• Robert Holman, Chemistry• Alan Hunt, Physics
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Science and Engineering
• George Imel, Nuclear Engineering• Hossein Mousavinezhad, Electrical
Engineering • Tracy Payne, Mathematics• Ken Rodnick, Biological Sciences• Steve Adkison, co-chair• Pam Crowell, co-chair
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Arts, Humanities, Social Sciences, Ed
• David Adler, Political Science• Karen Appleby, Sport Science and Phys Ed• Sherri Dienstfrey, College of Arts & Sciences• Thom Hasenpflug, Music• Sue Jenkins, Educational Foundations• Nancy Legge, Communication and
Rhetorical Studies
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Arts, Humanities, Social Sciences, Ed
• Herb Maschner, Anthropology• Jack Newsome, College of Education• Tom Terry, Mass Communication• Curtis Whitaker, English and Philosophy• Maria Wong, Psychology• Laura Woodworth-Ney, History• Kandi Turley-Ames, chair
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Fourth Task Force
• On January 7 Provost Olson constituted a fourth task force to consider issues that do not fall within the immediate purview of the three ongoing task forces.
• Shifting oversight of graduate education from the Graduate School to Academic Affairs and control over graduate curriculum back to the individual colleges?
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Crossover Areas
• Steve Adkison, Task Force Chair• Paul Cady, Pharmacy• Lyle Castle, Idaho Falls• Pam Crowell, Task Force Chair• Kay Flowers, Library• Alan Frantz, Faculty Senate
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Crossover Areas
• Linda Hatzenbuehler, Task Force Chair• Tom Jackson, Graduate School• Bessie Katsilometes, Meridian• Ken Smith, College of Business• Kandi Turley-Ames, Task Force Chair• Barbara Adamcik, Chair
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Faculty Time Investment
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Faculty Time Investment
The 36 faculty on the 4 committees spent an impressive3,011.28 hours of faculty time
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Health Sciences• Eleven official meetings (excluding public forums)
– November 2009 = 4– December 2009 = 2– January 2010 = 5
• Four public forums– December 2009 = 3– January 2010 = 1
• Nine sub-committee and constituency meetings– November 2009 = 2– December 2009 = 3– January 2010 = 4
• TOTAL MEETINGS: 24
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Health Sciences Task Force Hours/Time Committed
• 2 hrs average per meeting = 48 hrs per person• 48 x 12 members = 576 hrs • 45 x 1 task force chair = 45 hrs
– Total faculty hrs in meetings = 621 hrs
• 25 hours per person outside of meetings for research and discussions• 25 x 13 (includes chair) = 325 total hrs of research
• 8 meetings of other task forces attended by liaison• 8 x 2.5 hrs = 20 hrs meetings in other task forces
• TOTAL FACULTY HRS: 966
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Science & Engineering
• Seven official mtgs (excluding public forums)– November 2009 = 2– December 2009 = 3– January 2010 = 2
• Two public forums– January 2010 = 2
• TOTAL MEETINGS: 9
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Science and EngineeringHours/Time Committed
• 1.75 hrs average per meeting = 15.75 hrs per person• 15.75 x 10 members = 157.5 hrs • 45 x 2 task force co-chairs = 90 hrs
– Total committed faculty hours in meetings = 247.5 hrs
• 25 hrs per person outside of meetings for research and discussions• 25 x 12 (includes co-chairs) = 300 total hrs of research
• 12 meetings of other task forces attended by liaison• 12 x 2 hours = 24 hrs meetings in other task forces
• TOTAL FACULTY HRS: 571.5
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Arts, Humanities, Social Sciences, and Education Task Force Meetings
• Sixteen official meetings (excluding public forums)– November 2009 = 3– December 2009 = 6– January 2010 = 5– February 2010 = 2
• Two public forums– January 2010 = 2
• TOTAL MEETINGS: 18
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Arts, Humanities, Social Sciences, and Education Task Force Hours/Time Committed
• 2.5 hrs average per meeting = 45 hrs per person• 45 x 12 members = 540 hrs • 47 x 1 task force chair = 47 hrs
– Total faculty hrs in meetings = 587
• 25 hrs per person outside of meetings for research and discussions
• 25 x 13 (includes chair) = 325 total hrs of research
• 4 meetings of other task forces attended by liaison• 4 x 1.5 hours = 6 hrs meetings in other task forces
• TOTAL FACULTY HRS: 918
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Crossover Areas
• Six official meetings– January 2010 = 3– February 2010 = 3
• TOTAL MEETINGS: 6 (and ongoing)
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Crossover AreasTask Force Hours/Time Committed
• 3.33 hrs average per meeting = 19.98 hrs per person• 19.98 hrs x 11 members = 219.78 hrs • 20 hrs x 1 task force chair = 20 hrs
– Total faculty hrs in meetings = 239.78 hrs
• 25 hrs per person outside of meetings for research and discussions• 25 hrs x 12 members (includes chair) = 300 total hrs of research
• 1 hr per person for focus group attendees• 16 attendees x 1 hour = 16 hrs for focus groups
• TOTAL FACULTY HRS: 555.78
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Total of all ReorganizationTask Force Meetings
• 49 official meetings (excluding public forums)– November 2009 = 11– December 2009 = 14– January 2010 = 19– February 2010 = 5
• Eight public forums– December 2009 = 3– January 2010 = 5
• TOTAL MEETINGS: 57
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Reorganization Task Forces Hours/Time Committed
• Total faculty hrs in task force meetings (includes liaison hrs) = 1,761.28 hrs
• Total hours of research and discussion = 1,250 hrs
• TOTAL FACULTY HRS: 3,011.28
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The Process
• Task forces worked from Nov to Feb • Reports submitted in first week of Feb• Provost devised a balanced and unified
campus plan
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The Process
Joint meeting:- Faculty Senate Executive Committee- Council of Deans- President of student body- Chair of Staff Council- President’s Faculty Advisory Council- Provost’s Faculty Advisory Council
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The Process
University-wide public forum
Video to be available on Reorginization website
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The ProcessReorganization website
- task force reports- other documents - Provost’s plan - video of the open forum - website address:
http://www.isu.edu/acadaff/organization/
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Discussion
The smaller the aggregate across which workload must be managed, the more difficult it is for units to adjust workload in order to lighten loads for research-productive faculty
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Comparison of Colleges by Size
ISU’s colleges are too smallto operate efficiently.
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College of Arts and Sciences
Fewer tenured and tenure-track faculty(with exception of North Dakota State U)
CAS colleges in several of our peer institutions are substantially larger
.
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College of Arts and Sciences
Idaho State Univ 190Montana State Univ 290North Dakota St Univ 185Northern Arizona Univ 334Kent State Univ 388
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College of Arts and Sciences
Univ of Montana 236Univ of Nevada-Reno 343Univ of Wyoming 267Wichita State Univ 251
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College of Education
No. tenured and tenure-track facultyin the College of Education atpeer institutions is significantly greater,with the exception of U of Montana
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College of Education
Idaho State Univ 34Montana State Univ 55.7North Dakota St Univ 53Northern Arizona Univ 118Kent State Univ 130
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College of Education
Univ of Montana 35Univ of Nevada-Reno 48Univ of Wyoming 58Wichita State Univ 42
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College of Engineering
All of ISU’s peers are more than double the size of ISU’s college.
In institutions with similar enrollment, No. of tenured and tenure-trackfaculty are 2 to 4 times the size of ISU’s engineering faculty
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College of Engineering
Idaho State Univ 20Montana State Univ 75.3North Dakota St Univ 82Northern Arizona Univ 191Kent State Univ 0
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College of Engineering
Univ of Montana 0Univ of Nevada-Reno 68Univ of Wyoming 78Wichita State Univ 42
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College Sizes
Clearly, ISU has not positioned itself to be efficient in terms of allocation of resources
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College Sizes
• Reduce the range of faculty departmental commitments
• Create flexibility to implement a true variable course load
• Afford research-productive faculty the time to do their work
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College Sizes
• Opportunity for interdisciplinary and cross-disciplinary collaborations
• Opportunities for joint faculty appointments • Opportunities for faculty to invest significantly
more time in developing both their individual research agendas as well as larger-scale collaborative projects
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Reorganizations Nationally
• U of Idaho plans to reorganize the College of Natural Resources, reducing depts from 5 to 3
• U of Northern Iowa, first in a series of campus reorganizations
• U of Massachusetts at Amherst,several college-level reorganizations
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Reorganizations Nationally
• Eastern Washington U reorganized its colleges from 6 to 4
• Other reorganizations: Colorado State U and U of Arkansas
• Arizona State U, second reorg withina six-month period
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Reorganization
• Streamlining administrative infrastructure
• Projected savings will likely be between 1 and 1.5 million dollars
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ISU Campus Reorganization
The Plan
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The Dean
• Each college will be headed by a dean, • Oversees all personnel and curricular• National external search for dean• Governs with advice from an executive com• Primary responsibilities: strategic planning,
policy development, advocacy, fundraising, budget accountability, facilities, andexternal relations
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Executive Committee
• Advises dean in all key decisions (tenure and promotion, personnel issues—including hiring recommendations to the Provost—space allocation, performance evaluations, and curriculum)
• Advises dean and serves as the mainfaculty governance body at the college level
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Schools
• The principal administrative unitis the school
• Facilitate direct collaborative efforts, both curricular and scholarly
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School Directors
• The first level of authority is at school level
• Authority over budget allocation, program assessment, accreditation coordination, scheduling, personnel issues, workload assignment, promotion and tenure, and salary recommendations
• Faculty report directly to the school director
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School Directors
• Hold regular meetings of faculty and staff
• Manage faculty and staff workload
• Foster funded research and research collaborations, particularly cross-disciplinary collaborations
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Department Chairs
Oversee curricula and otherdiscipline-specific concerns,with advice from acurriculum committee
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Department Chairs
Input into hiring, personnel issues,tenure and promotion, studentconcerns, and local accounts
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Pharmacy andHealth Professions
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Pharmacy and Health
Began two months prior to the President’s call for reorganization
Submitted report February 3
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Pharmacy and Health
Task force recommends creating a Division of Health Sciences headedby an executive dean
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Pharmacy and Health
Division of Health Sciences- College of Pharmacy- School of Nursing- School of Rehabilitation and Communication Sciences- Kasiska School of Health
Professions.
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Six Goals
• Strengthen ISU’s health mission• Streamline administrative structures• Maintain core faculty positions and
accreditation status
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Six Goals
• Decrease curricular overlap• Increase research and opportunities
for collaborative research• Save money and increase revenue
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Five Sub-committees
• Issues pertaining to transition• Curriculum• Clinics• Translational research• Outcomes
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Division of Health
One exception:the Office of Medical and Oral Health was moved from a stand-alone unitto a unit within the Kasiska Schoolof Health Professions
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Science andEngineering
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Recommendations
• Conducting thorough program reviews• Conducting a nationwide search for a
founding dean• Forming an executive committee ASAP• Sharing staff across the college• Maintaining departmental structure
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Recommendations
• Ensuring that tenure, promotion, and annual review begin at the departmental level
• Developing faculty-sponsored, college-wide research colloquia to promote interdisciplinary interactions and research projects.
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Recommendations
Program review can proceed simultaneously with, and would likely enhance, reorganization
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Recommendations
Academic Affairs remains opento initiating a search immediatelyfor a founding dean
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Four Key Values
• Data-driven decision-making• Commitment to research and teaching
(graduate and undergraduate)• Faculty review by peers within the
discipline• Maintaining accreditation of healthy
academic programs
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College of Science and Engineering
Two schools- School of Engineering- School of Mathematics and
Sciences
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Recommendations
Combine Physics and Nuclear Engineering?
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*UBO, Grants Coordinator, Development Officer, and Academic Advisor
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Arts and
Letters
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Arts and Letters
College of Arts and Letters - School of Fine Arts and Humanities - School of Social and Behavioral Sciences
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Four Outcome Goals
• Increase research creative and scholarly activities within the new college
• Increase efficiency and streamlining among aggregates
• Recruit and retain faculty and students• Increase opportunities for
collaboration among aggregates
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Five Strengths
• Preservation of core faculty and chairs• Promotion of a community of scholars• Enhancement of faculty governance• Streamlined administrative structure• Enhancement of curricular flexibility
and student opportunities
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One Change
The College of Education will be included as a school within the new College
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Arts and Letters
The College of Education would be too vulnerable if left on its own within the new campus organization and given the poor fiscal situation in the state
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Arts and Letters
Faculty of the College of Educationhave many research and curricular connections with faculty within humanities and social sciences
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*UBO, Grants Coordinator, Development Officer, and Academic Advisor
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Arts and Letters
Academic Affairs understands that adequate funding will need to be provided
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President’s 11 Questions
The task forces reported that the proposed structures by and large answered the President’s eleven questions in the affirmative
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President’s 11 Questions
Does reorganization have the potential to facilitate research and instructional collaborations?
Potential to enhance faculty’s role in shared governance?
Potential to reduce demands on faculty time for service responsibilities?
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President’s 11 Questions
Potential to help distribute workload across disciplines?
Potential to enable streamlining of programming?
Potential to address understaffing in smaller depts?
Potential to enhance patient care in the health professions?
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President’s 11 Questions Potential to increase flow of
communication? Potential to broaden use of available
resources across larger units? Potential to facilitate long-term strategic
growth? Potential to save faculty lines, and
salaries?
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Implementation
Details will be worked out over time